HR practices audit for organisations that need a clear baseline.

A half-day session (virtual or in-person) where your key stakeholders score all 10 HR practice areas through a structured dialogue.

• The workshop is facilitated by a Peopletree practitioner. It is not a survey that participants complete independently - it is a structured conversation that surfaces the real picture, including the disagreements between HR and the business about how mature each practice actually is.
• Participants include the CHRO or Head of HR, two to three senior HR leads, and one or two business leaders who interact closely with HR. The business leader perspective is important because it prevents the audit from reflecting only HR's self-assessment.
• The workshop runs for approximately three to four hours. It covers all 10 practice areas in sequence, with scoring and discussion for each. The facilitator manages the time and ensures that every area receives a substantive evaluation rather than a quick score.

Participants evaluate maturity across each practice area against three factors: data, process, and technology. The scoring drives the conversation.

• Each of the 10 practice areas is scored against three evaluation factors: Data and Information (accuracy, objectivity, and accessibility), Processes, Policies and Procedures (formalisation, adoption, and integration), and Tools and Technology (usability, agility, and insight generation).
• Scoring is done on a structured scale with defined criteria at each level. This prevents the scores from reflecting optimism or pessimism rather than actual maturity. The facilitator challenges scores that are not supported by evidence from the discussion.
• Where participants disagree on a score, the disagreement is recorded and explored. Disagreement between HR and the business about the maturity of a practice is itself a finding - it indicates that the practice is not consistently understood or experienced across the organisation.

Visual dashboards highlight your gaps, priorities, and relative maturity. Your results are benchmarked against comparable organisations.

• The scores from the workshop are compiled into a maturity heatmap that shows the current state across all 10 practice areas and all three evaluation factors. The heatmap makes the gaps visible at a glance and provides the foundation for the prioritisation conversation.
• Results are benchmarked against comparable organisations in the Peopletree client base. This gives the leadership team a reference point beyond their own internal standards - it shows whether the gaps identified are typical for an organisation of their size and stage, or whether they represent a more significant underinvestment.
• The gap analysis distinguishes between practices that are low-maturity because they have never been built, and practices that were built but have degraded over time. The intervention required is different in each case.

A written audit with detailed scoring, a clear narrative on strengths and gaps, and a prioritised roadmap tied to your business outcomes.

• The written report is delivered within five business days of the audit session. The full engagement normally takes 3-4 weeks from agreeing scope, scheduling the audit and analysing results through to manager enablement.
• The roadmap is sequenced by impact and effort. Quick wins - high-impact improvements that require low effort - are identified separately from the longer-term structural changes. This gives the leadership team a clear starting point rather than an overwhelming list.
• Recommendations are specific and actionable. They identify what needs to change, why it matters, and what the first concrete step is. Generic recommendations to 'improve data quality' or 'formalise processes' are not useful - the roadmap specifies the intervention.

A session with your leadership team to walk through findings, agree on priorities, and map out next steps for ongoing improvement.

• The debrief session is a 90-minute presentation and discussion with the CHRO and relevant executive team members. We present the findings with a point of view - not just the scores, but a clear recommendation on where to focus first and why.
• The session is designed to produce a decision, not just a discussion. By the end, the leadership team should have agreed on the top three priorities from the roadmap and confirmed who owns each one. Priorities without owners do not get acted on.
• For organisations that proceed to a TMaaS engagement, the audit findings become the baseline for the talent strategy. The roadmap is not discarded - it is integrated into the broader talent management plan that Peopletree delivers as part of the ongoing engagement.